Increasing the Resiliency of Community Development Corporations in the Portland, Oregon Area: A Path Forward

Shannon Wilson15 June 2013

Capstone Project Dr. Matthew Jones, Advisor

Photo Credit: Carleton Hart Architecture and Community Partners for Affordable Housing

Project Background

Community Development Corporations (CDCS) began in 1960s

Non-profit organizations; grassroots beginnings Roughly 4,600 CDCs in the U.S.; 10 CDCs in the Portland

area Main goal: to eliminate neighborhood blight and

develop affordable housing for low-income individuals, families and seniors

CDCs have been supported by a diversity of funding sources, key housing policies, and strong leaders

Project Purpose

To provide “the next right answer” to the question:

What changes need to be made with regard to funding, policy, and leadership development to increase the resiliency of CDCs in Portland and better position them to meet the need for affordable housing in our region?

Project Process

Qualitative research design Interviewed ten leaders in the Portland community

development industry in April and May, 2013 Compared responses to questions to identify trends;

compared trends to those found in literature review Used SWOT analysis and three different lenses for

approaching the challenges facing Portland area CDCs Recommendations for resiliency were grouped into

three challenges areas – funding, policy and leadership

Project Outcomes

Five recommendations addressing the three challenge areas – funding, policy and leadership:

1. Establish the Quarterback of Community Development in Portland

2. CDCs Collaborate with each other on individual housing projects

3. Focus on preservation of existing housing stock4. Engage small grassroots CDCs in advocacy work5. Develop emergency and general succession plans

Project Significance

“Decent, safe, and affordable housing, and the stability it offers, helps us to build better lives and stronger communities (Oregon Housing Alliance, 2013).”

• There is strength in the diversity of CDCs in the Portland area• Potential for partnerships that leverage that diversity

and increase resiliency of CDCs• Low-income individuals, families and older adults in the

Portland area are better served

Project and EMPA Program Implications

Furthered my understanding of how to be an efficient, effective, and ethical leader

Used interviews to build relationships with current key leaders

Recognized that the resiliency of a community or an organization begins at the personal level of those engaged in its work

I am a leader.

Acknowledge-ments

Thank you! The ten community development leaders who let me

interview them Executive Director, Sheila Greenlaw-Fink Advisor, Dr. Matthew Jones The balance of the EMPA professors, and program staff My family Fellow cohort members